Services

Six practices, staffed as one team around the question you bring us.

All services

+4.2 pts

Average revenue growth over plan, three years on

Services

Strategy & Growth

15–25%

Typical reduction in addressable cost

Services

Operations & Performance

3.1x

Median return on AI use cases we have taken to production

Services

Digital & AI

92%

Of transformation milestones delivered on time across recent programs

Services

Transformation & Change

112%

Average delivery against announced cost savings

Services

Mergers & Acquisitions

-20%

Typical reduction in management layers and spans below five

Services

People & Organization

Services

Six practices, staffed as one team around the question you bring us.

All services

+4.2 pts

Average revenue growth over plan, three years on

Services

Strategy & Growth

15–25%

Typical reduction in addressable cost

Services

Operations & Performance

3.1x

Median return on AI use cases we have taken to production

Services

Digital & AI

92%

Of transformation milestones delivered on time across recent programs

Services

Transformation & Change

112%

Average delivery against announced cost savings

Services

Mergers & Acquisitions

-20%

Typical reduction in management layers and spans below five

Services

People & Organization

Senior Advisor

Claire Fontaine

Former hospital system chief operating officer advising on patient flow, capacity and clinical operations.

Role

Senior Advisor

Office

Zurich

Contact

Portrait of Elena Marsh

Claire Fontaine is a Senior Advisor based in Zurich. She was chief operating officer of a twelve-hospital system in France and Switzerland for seven years, where she led a program that raised operating theater utilization from 68 to 84 percent and reduced average length of stay by more than a day. She began her career as an intensive care nurse.

Claire joined Vertex as a Senior Advisor in 2023. She works with hospital executives and the firm's healthcare teams on capacity, patient flow and the practical side of clinical change, and is often the person who explains a redesign to the clinicians who will live with it.

SELECTED WORK

Engagements

Engagements

Engagements

Engagements

Claire has led

Claire has led

Claire has led

Claire has led

INSIGHTS

Writing

Writing

Writing

Writing

by Claire

by Claire

by Claire

by Claire

All insights

Talk to

Talk to

Talk to

Talk to

Claire Fontaine

Claire Fontaine

Claire Fontaine

Claire Fontaine

Tell us what you are weighing and Claire or a colleague in Zurich will reply within two working days.

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Webinar: scenario planning for the 2027 board calendar

scenario-planning-2027-webinar

Event

Elena Marsh and Priya Raman

A one-hour online briefing for directors and executives on building scenarios, triggers and prepared moves into the board's regular cycle.

Scenario planning that boards will actually use

scenario-planning-for-boards

Article

Elena Marsh and Thomas Reid

Most board scenario exercises produce a thick report and no decisions. A lighter approach, tied to triggers and pre-agreed moves, makes them useful.

Making cost savings last: a breakfast roundtable for CFOs

making-cost-savings-last-roundtable

Event

David Okafor and Hannah Cole

A closed-door breakfast in London for finance leaders planning their next cost program, built on the findings of The CFO Cost Agenda 2026.

Operations AI Benchmark 2026: from pilots to the P&L

operations-ai-benchmark-2026

Report

Marcus Lindqvist and Priya Raman

How 286 operations leaders are using AI in maintenance, planning and quality, how much of it reaches production, and what the companies seeing returns do differently.

Zero-based organization design, done properly

zero-based-organization-design

Article

Hannah Cole

Designing an organization from a blank page sounds radical. Done well, it is the most practical way to remove layers and duplication without starting a political war.

The first 100 days after a merger

first-100-days-after-a-merger

Article

Lukas Brenner and Amara Nwosu

The first hundred days after closing set the pace for everything that follows. What to settle before day one, what to do quickly, and what to leave alone.

The CFO Cost Agenda 2026: why savings fade and what keeps them

cfo-cost-agenda-2026

Report

Thomas Reid and David Okafor

A survey of 412 chief financial officers on cost programs, how much of the savings survive, and the practices that separate durable results from temporary ones.

Making AI pay back in operations, not in pilots

making-ai-pay-back-in-operations

Article

Marcus Lindqvist and Kenji Watanabe

Most operations AI never leaves the pilot stage. The few use cases that pay back share a set of traits that have little to do with the model itself.

Pricing power after the inflation years

pricing-power-after-inflation

Article

Elena Marsh and Priya Raman

Companies raised prices faster than costs between 2021 and 2024. Customers remember. How to set prices now that the cover of general inflation is gone.

Why cost programs fail in year two

why-cost-programs-fail-in-year-two

Article

David Okafor and Thomas Reid

Most cost programs hit their first-year targets. The savings disappear in the second year, for reasons that are predictable and largely avoidable.

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